DRRS Primer for Senior Leaders - High Ground … Primer for Leaders OUSD P&R Executive Summary ii...

DRRS Primer for Senior Leaders

2011

OUSD P&R

DRRS Primer for Leaders OUSD P&R

Table of Contents

Executive Summary ..………………………………………..………………………………………………………………….………………..ii DRRS Overview…………………………………………………………………………………………………………………….………………….ii Features of DRRS………………………………………………………………………………………………………………….………………….ii Benefits of DRRS/Practical Applications……………………………………….……………………………......………………………iv Introduction………………………………………………………………………………..……………………………………………...……...….1 Why DRRS……………………………………………………………………………………………………….………………………........……….1 Chapter One - DRRS Vision, Goals, and Attributes………………………………………………………………….…..………….3 DRRS Vision & Today’s Reality………………………………………………………………………………………………….………………3 DRRS Goals…………………………………………………………………………………………………..……………………….…………………3 DRRS Attributes…………………………………………………………………………………………………………………….………………...4 Chapter Two – The Foundation of DRRS…………………………….………………………………….………….…...………………7 Department of Defense Readiness Reporting System - DoDD 7730.65…………………….………….….....….……....7 Chairman’s Readiness System - CJCSI 3401.01…………………………………………………………………….……...….….……8 Defense Readiness Reporting System Concept of Operations………………………………………….….……….………….8 Universal Joint Task List……………………………………………………………………………………....……………..………….……….9 Chapter Three - DRRS Key Features ..........................................................................................................11 Role of the Commander..............................................................................................................................11 Mission Focus .............................................................................................................................................11 Capabilities Based ......................................................................................................................................11 METL Assessment ......................................................................................................................................11 Collaborative Environment.........................................................................................................................12 Output Orientated......................................................................................................................................12 Increased Scope..........................................................................................................................................12 ESORTS........................................................................................................................................................13 Assessing METs and Missions in ESORTS....................................................................................................13 DRRS Strategic Capabilities.........................................................................................................................15 Mission/Force Readiness............................................................................................................................15 Business Intelligence...................................................................................................................................16 Readiness Reviews......................................................................................................................................17 Chapter Four – Key Readiness Management Functionality......................................................................19 Readiness Dashboards................................................................................................................................19 Configurable Dashboards...........................................................................................................................20 Capability Trees..........................................................................................................................................21 Current Unit Status Tool.............................................................................................................................23 Language Readiness Index Tool..................................................................................................................24 Data Mining and Searches..........................................................................................................................24 Chapter Five – DRRS – The Operational Enabler.......................................................................................25 DRRS as an Operational Tool......................................................................................................................25 DRRS Data Mining in Support of Planning..................................................................................................27 Visualizing Organizational Readiness.........................................................................................................28 Chapter Six – Conclusions..........................................................................................................................31 Appendix A – Glossary................................................................................................................................33 Appendix B – Acronyms..............................................................................................................................35 Appendix C – References ...........................................................................................................................39 Appendix D – Commander’s DRRS Checklist...............................................................................................41 Appendix E – Operational DRRS Analysis....................................................................................................43



Executive Summary

ii

DRRS Overview

The Defense Readiness Reporting System or DRRS establishes a mission–focused, capabilities-

based application that provides Department of Defense (DoD) users a collaborative environment

to facilitate operational decision-making via readiness evaluation of U.S. Armed Forces in

support of assigned missions.

DRRS is a unique network of applications identifying the capabilities of military forces. The

information in DRRS goes well beyond the standard resource accounting approach of traditional

readiness reporting by providing assessments of each organization’s ability to conduct assigned

tasks either in the context of their core mission or assigned operations.

In addition, DRRS improves the efficiency of readiness reporting by merging previously

unrelated ―stovepipe‖ data into a single integrated, authoritative source.

DRRS establishes a common language of tasks, conditions, and standards to describe capabilities

essential to the completion of assigned missions. The valuable data within DRRS is used to

provide timely, accurate readiness information including:

Overall Mission Readiness,

Individual Task Readiness,

Organization resource data such as personnel, equipment, training, supply and ordnance

or PETSO, and

Readiness common operational picture.

DRRS allows the commander to manage rather than monitor readiness. It places the command

in a proactive position with a holistic readiness common operational picture.

Features of DRRS

DRRS resides on the classified SIPR Network utilizing net-centric technology.

The DRRS Portal provides access to all modules within DRRS. Each user can personalize the

homepage and tailor it to their specific needs. The DRRS Portal contains general dashboard-

level information as well as features to include a watch list displaying current readiness status of

other organizations, links to news, helpful references, and training materials.


Executive Summary

iii

DRRS includes several features that make readiness assessment quick and easy.

A) The Enhanced Status of Resources and Training System (ESORTS) Module is where

each unit builds its Mission Essential Task List or METL using the Universal Joint Task

List and/or Service, Agency, or Domestic Task Lists. Once the METL is built, readiness

assessments are reported on a monthly basis or updated within 24 hours of a significant

change in readiness status. Assessments provide critical information about the ability of

a given unit to perform individual tasks and missions. Users are able to see details behind

each assessment including comments, conditions and standards. The assessments of

other organizations throughout the Department of Defense are also available.

B) The Current Unit Status Feature allows viewing of resource data and traditional Status of

Resource and Training System (SORTS) readiness data of any organization to include

PETSO details.

C) The Capability Tree Module enables a quick snapshot of organizational readiness. It

displays a ―live‖ wire diagram of organizations (Combatant Commands, Joint Task

Forces (JTF), Service Component, Unit) or missions/tasks with current capability

assessments displayed. The module allows selection of units based on tasks or function to

meet a prescribed mission with the option of adding additional resources and individuals

to any user-defined tree.

D) The Group Builder allows the user to create custom groups of units for easy comparison

of readiness status. These groups can be viewed quickly to assess readiness of a large

segment of the force such as Brigade Combat Teams, Carrier Strike Groups, Fighter

Squadrons or smaller groups of units assigned to a commander.

E) The Language Readiness Index provides the capability to identify personnel with foreign

language skills and regional expertise within the DoD forces.

F) The Quick Search function enables rapid determination of force readiness by capability,

rather than by organization.

DRRS will quantitatively and qualitatively link near real time readiness with standing

contingency and operational plans. DRRS can and should be used to validate the probability of

success and identify operational capability gaps and associated risk.

DRRS can portray readiness issues in a visual template to facilitate rapid situational awareness.

It has drill down/data mining capability to clearly define salient issues enabling translation into

operational risk, trend, and predictive analysis.


Executive Summary

iv

Benefits of DRRS/Practical Applications

DRRS provides the user with three unique perspectives:

First, Real-time Capability-Based Readiness

In order to make operational decisions Combatant Commands, Services, Joint

Organizations, Combat Support Agencies, and the National Guard use DRRS to quickly

and efficiently answer the question ―Ready for what?‖ as subordinate units report their

ability to accomplish tasks and missions given their current level of resources and

training.

Second, Readiness Tracked At All Levels

Across the DoD spectrum from the Secretary of Defense to the Unit Commander, from

the Geographic COCOM to the State Joint Force Headquarters, DRRS provides the

ability to view Mission Capability and readiness metrics for all DoD organizations which

drives plans and actions to ensure mission accomplishment.

Third, Refined Web-Based Resource Information

Utilizing Joint and Service-provided Authoritative Data Sources (ADS) in a web-based

architecture, DRRS allows real-time visibility of readiness metrics maintaining greater

fidelity for refined analysis and force management.

Ultimately, DRRS improves our ability to assess, on a real-time basis, the capability of the U.S.

Armed Forces to support the National Military Strategy.



Introduction

1

Why DRRS

The National Defense Authorization Act for Fiscal Year 1999

(NDAA 1999) added Section 117 to United States Code Title 10,

which directed the Secretary of Defense to establish a

"comprehensive readiness reporting system" that would "measure

in an objective, accurate, and timely manner" the capability of the

U.S. military to carry out the National Security Strategy, Defense

Planning Guidance, and the National Military Strategy.

Additionally, the National Defense Authorization Act for Fiscal

Year 2000 (NDAA 2000) directed an independent study of the

requirements for this comprehensive readiness reporting system,

resulting in an Institute for Defense Analysis report titled

"Independent Review of DoD's Readiness Reporting System"

released in November 2000.

The overarching intent behind the Defense Readiness Reporting

System (DRRS) is to help answer the question "Ready for what?"

by providing both capability and resource data in an improved

readiness reporting tool to broaden DoD-level readiness

assessments.

With few exceptions, the current scope of DRRS remains focused

primarily within the DoD. However, the long-range vision for the

DRRS is to also enhance connectivity and collaboration with

numerous interagency and coalition partners.

Readiness of the US Armed Forces impacts myriad stakeholders

ranging from Service resource managers, joint force providers, and

military operations planners to Combatant Commanders, senior

leadership within the Office of the Secretary of Defense (OSD) and

the Joint Chiefs of Staff (JCS), as well as members of Congress.

Readiness data is used across the DoD enterprise to support a wide

spectrum of functions ranging from determining risk, mitigating

In response to NDAAs

1999 and 2000, DODD

7730.65 was published

establishing DRRS

There is one controlling truth from all past wars which applies with equal weight to any war

of tomorrow. No nation on earth possesses such limitless resources that it can maintain itself

in a state of perfect readiness to engage in war immediately and decisively win a total victory

soon after the outbreak without destroying its own economy, pauperizing its own people, and

promoting interior disorder. Marshall, Men Against Fire

Title 10 directs that

Chairman of the Joint

Chiefs of Staff (CJCS)

“assess the capability of the

armed forces to execute

their wartime missions”


Introduction

2

shortfalls, and developing force sourcing solutions, to evaluating

the military's readiness to execute the National Security Strategy,

Strategic Planning Guidance, and the National Military Strategy.

DRRS represents a collaboration of independent Service, Joint, and

OSD readiness-focused information technology (IT) applications,

combined with readiness-specific authoritative data, all related by

a common ability to support readiness reporting and assessment

requirements.

Figure 1 - Operational Readiness Reporting and Assessment Overview


Chapter One

3

DRRS Vision, Goals, and Attributes

DRRS Vision and Today’s Reality

Today the Department of Defense Readiness Reporting System

improves and enhances the ability of DoD entities to collect,

report, submit, display, and share readiness data for consumption

by key stakeholders across the DoD enterprise. The overarching

vision for DRRS is today a reality because it has extended and

expanded the existing readiness reporting paradigm while

leveraging the collaborative capabilities of net-centric IT systems.

Extend. DRRS extends readiness reporting via mission

essential tasks (MET) and overall mission assessments to

provide a "capability-based" appraisal of unit and

organizational readiness to accomplish specified tasks and

missions.

Expand. DRRS expands readiness reporting by

complementing the traditional bands of resource and

training data currently resident in the Global Status of

Resource and Training System (GSORTS) [overall combat

readiness rating; (C-ratings) and associated unit personnel

(P), equipment and supplies on-hand (S), equipment

condition (R), and training (T) levels], with "authoritative"

data obtained by querying, organizing, and displaying the

underlying data from more numerous unique Service and

DoD ADS.

DRRS Goals

One of the primary goals of DRRS is to shift to a capability-based

and resource-informed approach to readiness reporting. DRRS

provides the Secretary of Defense, Joint Chiefs of Staff,

Combatant Commands, Military Services, Combat Support

A central tenet behind the

DRRS vision is the

importance of sharing

data.

The United States will continue to be faced with a broad spectrum of growing and diverse

threats in a complicated, dynamic and uncertain environment. Addressing the threats requires

the United States to apply a range of capabilities with proficiency and effectiveness. The U.S.

military’s ability to generate appropriate capabilities to address these threats is limited in

large part by the friction and inefficiency of its force management capability. DOD, Force Management JFC, Executive Summary

Broadening of readiness data

results in greater fidelity of

readiness metrics for analysis

and force management.


Chapter One

4

Agencies (CSA), and other key DoD and government stakeholders

with an authoritative and collaborative system to evaluate the

readiness of US Armed Forces to accomplish designed and

assigned missions.

Broadly speaking, DRRS provides Combatant Commanders, Joint

Task Force Commanders, Service Component Commanders,

Combat Support Agency Directors, and the National Guard Bureau

with relevant readiness data, in the form of capability assessments

supported by resource status, to help determine whether they can

perform their assigned missions and associated METs in a joint,

interagency, and multinational operational environment with the

forces provided.

Involved in this determination are Service Component assessments

of their ability to conduct missions as part of a joint organization,

according to the specified conditions and standards of the joint

commander's capability/MET requirements. Equally, the Services

and Combat Support Agencies gain an unambiguous view of

Combatant Command capability requirements in clear operational

terms, i.e., through the Joint Mission Essential Task List (JMETL)

and specified subordinate tasks.

DRRS Attributes

All readiness stakeholders benefit from enhanced support to key

decision-making processes due to DRRS improvements in

collection, organization, presentation, and integration of readiness

data. Simply stated, DRRS improves the way in which readiness

data both informs national defense decisions and integrates with

other vital DoD processes.

Inform. The readiness of the US Armed Forces is directly

impacted by capability and resource shortfalls, both of

which are inexorably linked. The DRRS enhances

information available to COCOMs, Services, and Agencies

via key readiness data in the form of both capability metrics

and resource status to gain greater insight into readiness

shortfalls which, when aggregated, affect the overall

readiness of DoD to accomplish strategic goals.

Capability metrics, in the form of MET and mission

assessments, allow Combatant Commands, Services, and

DRRS is designed to

adapt with the DOD

within a net-centric

operational environment.

DRRS Enterprise enables

comprehensive readiness

reporting with net-centric

links across the DOD

enterprise.


Chapter One

5

Combat Support Agencies to better understand what their

subordinate units can and cannot accomplish given their

current level of resources and training. While resources are

required to accomplish designed and assigned tasks, not all

tasks require the same level or types of resourcing and

training.

Capability metrics reported into the DRRS Enterprise and

displayed in DRRS-Strategic enable any echelon within the

US Armed Forces to communicate which tasks and

missions they are currently capable of performing. The

DRRS readiness common operational picture defines

operational gaps from assessments of the commander and

primary staff.

Integrate. In support of both Geographic and Functional

Combatant Commands (G/FCC), DRRS-Strategic has the

capability to allow G/FCCs to manually link plans and plan

assessments to METs and Joint Capability Areas (JCA)

when the JCA construct is fully implemented within the

Department's lexicon, policies, and processes. Combatant

Commands can use the entirety of data available in DRRS

to gain better insight into the readiness and availability of

forces apportioned to OPLANs as well as the status of

forces that could potentially be allocated if the OPLAN is

executed.

In support of Functional Combatant Commands (FCC) and

all members of the joint force providing community, the

DRRS provides a means to conduct accurate analysis of

forces, assets, or capabilities across the DoD enterprise.

The integration of readiness data displayed in DRRS-

Strategic informs force providers as they determine how to

best meet validated Geographic Combatant Commands

(GCC) requirements with the appropriate forces.

DRRS collaborates with the joint training community via

DRRS-Strategic integration with the Joint Training

Information Management System (JTIMS) to link training

objectives based on JMET-related performance measures,

as well as provide exercise results and training assessments

for consideration by those who perform mission readiness

assessments.

DRRS provides the data necessary

to support decisions on potential

courses of action to rectify the

shortfalls

This linkage is important for

obtaining a holistic view of

COCOM readiness to execute

National Military Strategy.


Chapter One

6

In support of CSA, DRRS-Strategic provides functionality

to leverage distinct Agency capabilities against G/FCC

requirements to complete assigned missions. Agencies have

the ability to view their current contribution towards

meeting G/FCC requirements and thereby identify and

eliminate potential shortfalls by restructuring their response

packages to better fulfill those requirements.

Agency METs (AMETs) once linked to the supported GCC

JMET schema can be used to establish a ―mutual support‖

relationship between the CSA and GCC. This in turn will

enable both the GCC and CSA to track and judge how

successful their combined efforts support war plan

requirements.

DRRS assures that joint collective training is focused on

the correct JMETL through the commander’s assessment

which defines the training challenge.

Agencies integrate their

capabilities within war plans

and strengthen their support to

the Combatant Commanders.


Chapter Two

7

The Foundation of DRRS

Figure 2 - Cornerstone Documents

Department of Defense Readiness Reporting System - DoDD

7730.65

This Directive establishes the Department of Defense Readiness

Reporting System (DRRS) pursuant to the authority vested in the

Secretary of Defense by Title 10, United States Code, Section 117.

This system measures and reports on the readiness of military

forces and the supporting infrastructure to meet missions and goals

assigned by the Secretary of Defense. This Directive establishes a

capabilities-based, adaptive, near real-time readiness reporting

system for the Department of Defense.

If we desire to avoid insult, we must be able to repel it; if we desire to secure peace, one of the

most powerful instruments of our rising prosperity, it must be known, that we are at all times

ready for War. George Washington


Chapter Two

8

The DRRS provides the means to manage and report the readiness

of the Department of Defense and its subordinate Components to

execute the National Military Strategy as assigned by the Secretary

of Defense in the Defense Planning Guidance, Contingency

Planning Guidance, Theater Security Cooperation Guidance, and

the Unified Command Plan. All DoD Components will align their

readiness reporting processes in accordance with this Directive.

The DRRS shall build upon the processes and readiness

assessment tools used in the Department of Defense to establish a

capabilities-based, adaptive, near real-time readiness reporting

system. All DoD Components will use DRRS to identify critical

readiness deficiencies, develop strategies for rectifying these

deficiencies, and ensure they are addressed in program/budget

planning and other DoD management systems.

Chairman’s Readiness System - CJCSI 3401.01

This instruction establishes uniform policy and procedures for

reporting and assessing the readiness of the Services, Combatant

Commands, and Combat Support Agencies through the

Chairman’s Readiness System.

The Chairman’s Readiness System has transformed and uses the

Joint Combat Capability Assessment (JCCA) which includes the

Joint Forces Readiness Review (JFRR) managed by numerous

relevant stakeholders from across the Joint Staff and relying on the

digitized, automated capabilities of DRRS in combination with

other reporting systems.

The automation and currency of information provided by DRRS is

used to facilitate data gathering and submission of the Joint Force

Readiness Reviews which are posted in DRRS once approved.

Defense Readiness Reporting System Concept of Operations

The DRRS Concept of Operations (CONOPS) serves as the vision

document for transforming the readiness reporting construct of the

Department of Defense.

Endorsed by both the Under Secretary of Defense for Readiness

and the Director, Joint Staff, the CONOPS articulates the broad

SORTS functionality

will be integrated into

DRRS-S, providing

standardized resource

metrics to inform Mission

Essential Task (MET)

assessments.


Chapter Two

9

goals and vision for DRRS while laying out major system

attributes and the strategic capabilities introduced into readiness

reporting with the advent of DRRS.

Universal Joint Task List

The Universal Joint Task List (UJTL) serves as a menu of tasks in

a common language, which serve as the foundation for

capabilities-based planning across the range of military operations.

The UJTL consists of appropriate tasks, conditions, and measures

in a common language and reference system. The UJTL is

adaptive, flexible, and horizontally and vertically integrated.

The UJTL supports DoD in joint capabilities-based planning, joint

force development, readiness reporting, experimentation, joint

training and education, and lessons learned. It is the basis for a

common joint language for articulation of a J/AMETL used in

identifying required capabilities for mission success. Joint tasks

describe, in broad terms, the current and potential capabilities of

the Armed Forces of the United States.

The UJTL task description does not address ―how‖ or ―why‖ a task

is performed, which is found in joint doctrine or governing criteria,

or ―who‖ performs the task which is found in the commander’s

concept of operations and joint doctrine.

Each respective Service has

its own Task Lists with

specific Service tasks.

Service tasks and Universal

Joint Tasks can be combined

when building the unit

METL.


10


Chapter Three

11

DRRS Key Features

Role of the Commander. DRRS recognizes the central role that

Commanders play in the development of trained and ready forces.

Commanders develop METs and METL, and the task and mission

assessments in DRRS are the professional judgments of

commanding officers. Additionally, Commanders ultimately

ensure the quality of both METL assessment and resource

reporting.

Subordinate, Component, and Joint Task Force reporting provides

that vital and relevant information required by higher headquarters

to shape and inform policy and resourcing decisions.

Mission Focus. DRRS assesses the readiness of forces to carry out

missions and assigned tasks. DRRS answers the questions: Is your

organization ready today to execute its assigned mission, and is it

ready to bring the expected capabilities to the joint fight? DRRS

merges quantitative resource availability into qualitative readiness

assessments. Readiness assessments in DRRS are unambiguous;

and expressed as Yes, Qualified Yes, or No.

Capabilities-Based. DRRS enables commanders and force

managers to look across DoD for required capabilities, identify

organizations with those capabilities, and then determine the

readiness of the organizations to provide the capability. DRRS

reports readiness to provide needed capabilities for missions, as

expressed by the organization’s METs and METL.

METL Assessment. The assessment of an organization’s ability to

execute its METs and METL to prescribed standards is at the heart

of readiness management in DRRS. An organization’s METs and

METL are linked to and support higher level METs and METL,

ultimately linking to the JTF’s JMETL. Assessments at all levels

Throughout the post-Cold War period, and increasingly since 9/11, the U.S. military has

experienced a mismatch between the capabilities it inherited from the Cold War and the

capabilities it needs to deal with emerging threats. Forces optimized to fight major

conventional wars are now being asked to combat terrorism, conduct stability and

reconstruction operations, and fight counterinsurgency operations. National Security Advisory Group, U.S. Military: Under Strain and at Risk

DRRS assessments rely on

the Commander’s experience

and professional judgment.

DRRS does not automatically

compute nor override the

Commander’s assessment.

The DRRS assessment is

a “Commander to

Commander”

communication.


Chapter Three

12

include evaluation of resources available to perform METs to

prescribed conditions and standards.

Rigorous standards development, derived from analysis of

specified and implied tasks from with contingency and operational

plans, define the JMET and drives the assessment. Poor standards

development and analysis will equate to poor assessments.

Collaborative Environment. DRRS is a central part of the

networked, collaborative information environment (seamless flow

of information and interoperability among all systems that

produce, use or exchange data electronically), envisioned under

Joint Command and Control (JC2).

Output Orientation. The goal of any readiness reporting or

assessment system is to reveal whether forces are prepared to

perform their assigned missions. Historically, DoD has inferred

this ability from the status of unit resources via the GSORTS. Such

input-based assessments, however, do not yield direct information

on whether a force can actually perform an assigned mission

despite potential resource shortfalls. DRRS utilizes the ESORTS to

provide a more complete readiness assessment by directly

measuring outputs—the ability to conduct a task or mission to the

prescribed standard—along with resource inputs

Increased Scope. DRRS expands the readiness assessment base

horizontally and vertically:

Horizontally: DRRS includes all DoD forces, agencies,

organizations, installations, and infrastructure that

contribute to the readiness of forces to execute missions.

Prior to DRRS, support activities and the Defense Agencies

have not used this type of reporting system; in DRRS they

can now report information relevant to their mission of

supporting the warfighter and domestic responder.

Vertically: DRRS contains information from each level of

the operational hierarchy. As an example Navy aircraft

squadrons would report as they always have, but the battle

group and any joint task force would report as well. These

higher level forces will report the combined readiness and

capabilities of their component units and the readiness of

the higher level staffs.

ESORTS is designed to

come much closer to the

goal of understanding

“ready for what?"


Chapter Three

13

ESORTS. The detailed information on what individuals and

organizations can do—from capability entities up to combatant

commanders—resides in the Enhanced Status of Resources and

Training System. ESORTS is a secure, web-based information

system describing the status of organizations that contribute to the

warfighting system. It is built around explicit measures of

performance relative to assigned standards, resources, and force

sustainment requirements

ESORTS explicitly uses and disseminates detailed measures of the

quality and quantity of resources such as personnel, training,

ordnance, major weapons systems, and supplies. For example, it

lists the rank, skills, and certifications for all individuals assigned

to each reporting organization. Users can view this information in

aggregate, or drill down to the individual level. Similar data are

provided for other resource measures. Within ESORTS, this detail

resource data becomes the foundation of a units METL assessment.

Assessing METS and Missions in ESORTS

Commanders/Agency Directors assess the ability of their

organization to accomplish its METs and METL to standard under

specified conditions. This assessment should be informed by

observed performance, resource availability, and military

experience/judgment. All assessments are documented in

accordance with the following definitions:

“Yes” (Green) Assessment: The organization can

accomplish its MET, METL, or mission to prescribed

standards and conditions. The ―Yes‖ assessment should

reflect demonstrated performance in training or operations.

“Qualified Yes” (Amber) Assessment: Unit can

accomplish most or all of the task to standard under most

conditions. The MET assessment must clearly define the

specific standard and conditions that cannot be met, as well

as the shortfalls or issues impacting the unit's ability to

accomplish the task.

“No” (Red) Assessment: The organization is unable to

accomplish the MET, METL, or Mission to prescribed

standards and conditions at this time.

DoD components use

ESORTS to determine and

communicate their

organization’s status and

mission capabilities.


Chapter Three

14

Readiness assessment begins at the lowest echelon of capability

entity in a tactical or administrative chain of command. Each unit

uses ESORTS to record its ability to accomplish the METs

describing its role in each mission. These units also assess their

ability to conduct the METL (or mission) as a whole. As each of

these lower-level commanders records their assessment in

ESORTS, it is available to each echelon in that unit’s chain of

command. Agency and supporting command assessments populate

supported organizations’ displays in the same way.

In the case of current operations or major war plans, the

assessments will culminate with the Combatant Commander’s

assessment of his ability to conduct the operation. As changes to

the METL task assessments are made, the updates are available to

the Combatant Commanders and/or other units affected. ESORTS

will not only track changes over time by keeping a change history

of the MET descriptions and assessments, but also develop MET

and METL assessment trend reports.

Figure 3 - METL Evaluations Drive Readiness Ratings

This assessment of MET

and METL is repeated up

the tactical and

administrative chains of

command.


Chapter Three

15

DRRS Strategic Capabilities

Mission Readiness. This capability enables G/FCCs,

Service, and CSA headquarters to assess all current

readiness metrics (e.g. JCA and MET-based Mission

Assessments) as well as any future assessment metrics. The

intent of this capability category is to capture the highest

strategic level readiness data from a "Headquarters"

perspective, and assess what Joint Pub 1-02 calls "joint

readiness."

Figure 4 - Mission Assessments View (Notional Data)

DRRS provides the ability to assess and display an

organization's capability to perform METs in terms of

current mission objectives, including major contingency

plans; named operations; Joint Task Forces; State Joint

Force Headquarters security, stability, transition, and

reconstruction; homeland defense; as well as Core and

Theater Security Cooperation (TSC) missions.

DRRS provides the ability to

display multiple types of

organizations, with mission/

capability assessments and

resources, and enable gap

analysis and operational

capability mitigation strategies

via resource data evaluation.


Chapter Three

16

Additionally, DRRS provides the ability to assess an

anticipated change in Mission and MET capability at a

future date, as well as changes for any other readiness

metrics. The purpose of this requirement is to obtain, from

the commander's perspective, known and anticipated

changes in unit status of interest to higher echelons.

Force Readiness. This capability relates to the distinct

unit-level reporting requirements across the Department.

Force readiness is intended to provide all the current

readiness data and requirements (e.g., MET list (METL),

overall unit combat readiness (C-rating), unit personnel (P),

equipment and supplies on-hand (S), equipment condition

(R), and training (T), etc.) as auto-population/auto-

calculation of metrics based on ADS data feeds.

DRRS provides a standard view of all Service resource-

based data. The current readiness data elements that

support traditional GSORTS calculations, as well as

additional data sets that impact employability are the

foundation of the DRRS-Strategic asset visibility concept.

Resource-based readiness data are used throughout the

Department for planning, sourcing, risk assessment, and

budgeting decisions.

The system will update and automatically populate P, S, R,

and T data into DRRS-Strategic for calculation and display.

Detailed resource data can be linked and related to MET

execution. Linking resource metrics to the ability to

execute a mission essential task significantly enhanced

analyses of unit types and individual METs.

The means for all Services and Joint organizations to

display COCOM (Combatant Command (Command

Authority)), Operational Control (OPCON), and

Administrative Control (ADCON) command relationship

information pulled from the appropriate Organization (Org)

Servers is built in to DRRS.

Business Intelligence. This capability delivers the ability

to query, sort, display, and analyze readiness and asset

visibility data based on the desires and needs of the user.

Units can assess and report on

Core missions, assigned

contingency plans, and named

operations via METs with

associated conditions and

standards


Chapter Three

17

DRRS provides the capability to search, sort by category/

type unit, and display traditional (SORTS) readiness data,

MET data, asset visibility data, and mission readiness data

at any and all levels of command. Users can also search

free text commander/unit commander commentary.

DRRS provides the capability to produce standardized

reporting compliance queries to assist the Service HQs,

Joint Staff, and Combatant Commands in ensuring required

units are assessing and reporting readiness information as

directed.

Readiness Reviews. This capability enables force-wide

readiness reviews, to include functionality to support the

Joint Combat Capability Assessment (JCCA) and Joint

Force Readiness Review (JFRR) processes, State Readiness

Dashboard, and other reviews. The following requirements

support this capability bin:

DRRS provides the ability to perform and brief JFRR

assessments with the inclusion of deficiencies and top

concerns as well as MET assessments and SORTS

resource data. This would include provisions for a

readiness dashboard to support the JCCA process, per

CJCSI 3401.01, "Chairman's Readiness System." This

dashboard provides a useful briefing platform for the

JCCA/JFRR processes.

The dashboard integrates with DRRS Business

Intelligence (BI) tools to allow briefings to be

developed and retained based on pre-defined and user-

defined queries of capabilities and resource data to

define, analyze, and portray plan execution metrics

from the perspectives of the supported commander,

supporting commanders, combat support agencies, and

force providers.

The State Readiness Dashboard displays readiness

assessments to include a drill down to the details which

lead to those assessments. The State dashboard displays

National Guard unique data and has a particular focus

on the preparedness of the States to respond to

homeland defense and homeland security events.

DRRS-Strategic will enable a

wide range of readiness reviews

and data-mining possibilities

for a holistic picture of

readiness.


Chapter Three

18

The State Readiness Dashboard provides the State

JFHQ Commander a visual readiness Common

Operating Picture (COP) with drill down capability

where he/she can obtain clarification of readiness issues

and situational awareness within seconds. This

functionality can facilitate trend and predictive Joint

Operations Area (JOA) analysis of capability gaps.

Provides a Joint Training "Readiness Dashboard"

including read-only Training Proficiency Assessments

(TPAs) and Mission Training Assessments (MTAs),

exercise data, and other related data. This is facilitated

by consolidating data from various sources and

leveraging net-centric system architecture.


Chapter Four

19

Key Readiness Management Functionality

Readiness Dashboards. The Readiness Dashboard tool is used by

several different roles, each one with slightly different access and

responsibilities: Services, CSAs, GCC, FCC, and Joint Staff. The

primary purpose of the Readiness Dashboard tool is to create a full

report which links readiness and resources, within the context of

missions, to determine which units and organizations possess the

capability to carry out assigned missions.

All current and projected mission readiness values are sourced

from the ESORTS Mission Assessment database. All ESORTS

mission categories are displayed (Core, Major Plan, JCA, and

Named Operation). Additionally, all ESORTS mission types are

displayed (Joint Task Force, Chemical, Biological, Radiological,

Nuclear (CBRN) Consequence Management Response Force

(CCMRF), Combined Forces Command, and State). In addition to

Figure 5 - COCOM and Agency Dashboard (Notional Data)


Chapter Four

20

displaying near real-time mission data, the Readiness Dashboard

tool allows each COCOM, CSA, and Service to input their top

concerns, deficiencies, and overall assessment for the

representative missions, communicate with other users from the

same organization, or communicate directly with Joint Staff.

Configurable Dashboards. The Unites States Special Operations

Command (USSOCOM) DRRS Dashboard is designed to display a

myriad of readiness themes in a clear and concise manner. Its

purpose is to allow the leadership of the organization to quickly

view readiness highlights relevant to the command. Additionally,

the dashboard provides a singular platform for readiness briefings

to the senior leadership of the Command.

Figure 6 – Example State Readiness Dashboard (Notional Data)


Chapter Four

21

The dashboard's standard structure is a global view displaying the

readiness assessments of subordinate organizations populated

automatically from DRRS. Multiple tiles at the bottom of the

screen represent different aspects of SOCOM readiness. An

organization can add to and/or modify these tiles to meet the needs

of the Command. These tiles pull and formulate data from ADS

utilizing BI.

Capability Trees. Capability Trees are user-created visual

representations of structures. These structures may be used to

represent organizational hierarchies, mission structures, or any

other relational configuration required.

There are three types of Capability Trees:

Organizational Structure: Used to represent an

organizational structure in the DRRS system. This can be a

particular organization and its subordinate organizations.

Figure 7 – Draft SOCOM Dashboard Mock Up (Notional Data)


Chapter Four

22

Mission Structure: Allows creation of a tree representing an

ESORTS mission assigned to a particular organization,

including command J/A/METs and Supporting Tasks.

Custom Structure: Freeform tree allowing manual creation

of any tree configuration. This type of structure provides

the same functionality as the others, however, this structure

is created manually rather than using designed forces

structure relationships.

Capability Tree Resources. Whether you are creating an

organization structure, mission structure, or a custom structure,

resources represent a crucial part of the Capability Tree. The

Capability Tree allows the assignment of equipment, and personnel

within each node linked to perform specific mission tasks.

Mission specifics can be added to include specific language

requirements, capabilities, risk, mitigation force packages, and

Joint Reception, Staging, Onward Movement, and Integration

(JRSOI) arrival times.

Figure 8 - JTF Capability Tree (Notional Data)


Chapter Four

23

Current Unit Status Tool. The Current Unit Status (CUS)

module allows users to manage unit-specific readiness data and

submit required reports. The tool is used to implement the

GSORTS to ESORTS transition plan by enabling users to submit

the unit's required readiness reports. CUS is designed to provide

the Unit Commander the opportunity to update his unit's

availability, personnel, equipment rosters, and training status

before assessing the unit METL.

CUS relies heavily on concepts and data from the ESORTS

module in order to accomplish its functionality, therefore a

working knowledge of ESORTS is expected when using CUS.

CUS utilizes the Unit Selector in order to determine which unit

details to display.

Figure 9 - Squadron Current Unit Status (Notional Data)


Chapter Four

24

Language Readiness Index Tool. DRRS provides the Language

Readiness Index (LRI) tool as a strategic language management

tool for DoD that fills requirements to make overarching decisions

in a more timely and accurate manner. The primary purpose of the

LRI is to identify gaps in language readiness resource needs. This

index measures language capabilities within Component missions

and roles.

Data Mining and Searches. The DRRS Quick Search tool

provides the functionality to search through the system for specific

Units or Personnel and view their associated readiness data. This

feature provides a streamlined toolset designed to provide a quick

and easy searching mechanism. Searches can be conducted along

the lines of Unit Searches, Personnel Searches, Equipment

Searches, and Ordnance Searches. Search results can be used to

create groups or export data to Word or Excel.

Within DRRS, the

Language Readiness Tool

quickly identifies Service

personnel with a foreign

language capability.


Chapter Five

25

DRRS – The Operational Enabler

The security of the homeland, counterterrorism, sustained

engagement around the world, and the threat of natural hazards

define today's volatile, uncertain, complex, and ambiguous

environment. The future will inevitably be no less uncertain and

the DoD must be ready to execute a diverse set of missions ranging

from humanitarian assistance to domestic response; from counter-

terrorism efforts to large-scale regional conflicts. These potential

missions require a broad range of capabilities and forces that can

quickly adapt to new challenges and to unexpected circumstances.

DRRS allows policy makers and commanders to answer the

question ―Ready for what?‖

For the National Guard, rather than viewing readiness as a series of

unrelated state or regional capabilities, DRRS provides Joint Force

Headquarters and the National Guard Bureau the ability to

integrate readiness capabilities into one COP.

Tracking force capability

requires a new way of

thinking about readiness.

Viewing readiness from the

foundation of a common

knowledge base.

Figure 10 - DRRS as a National Readiness Common Operational Picture


Chapter Five

26

DRRS presents a picture not only of the granularity of individual

personnel, unit capabilities, and unit resource status including

SORTS reports, but with a holistic perspective of states’ civil Title

32 and national Title 10 responsibilities.

DRRS as an Operational Tool

DRRS is an operational enabling tool that allows commanders and

staffs to understand readiness issues that directly equate to

operational risk. This knowledge provides situational awareness

that allows them to initiate operational problem solving, identify

capability gaps, conduct trend, threshold and predictive analysis,

and create capability Force Package designs and strategies to solve

or mitigate readiness issues.

DRRS provides visibility

across State, Service, and

Combatant Command lines.

Figure 11 - DRRS as an Operational Enabler


Chapter Five

27

DRRS is not merely another readiness report but a fully developed

operational tool. As an operational tool, it provides planners rapid

functionality to conduct gap analysis, risk mitigation planning,

trend and predictive analysis, and tracking of the readiness status

of forces conducting operations. It is the perfect tool to aid

planners in identifying and creating modular force packages to the

support rotational and Homeland Response Forces.

DRRS Data Mining in Support of Planning. Utilizing near real-

time data visibility and archiving, planners are able to identify

capability/capacity gaps in force structure, war game support to

various courses of action, and identify possible solution packages

to mitigate operational risk. It allows the commander to manage

readiness rather than monitor it. DRRS moves the commander and

primary staff from a potential reactive to a proactive planning

mode.

DRRS provides planners the ability to:

Examine baseline force capability and capacity to include

resources levels, capability assessments, unit location and

posture based on commanders’ DRRS assessments and

GSORTS/resource reporting;

Identify high risk essential tasks based on commanders’

DRRS assessments;

Correlate existing unit capability/capacity with essential

tasks and identify shortfalls and gaps in unit requirements;

Develop readiness trends by analyzing DRRS readiness

reports of other assigned or potentially involved units to

quickly identify common capabilities and shortfalls;

Perform predicative analysis in support of course of action

war gaming by comparing needed capabilities to available

augmentation and support;

Develop operational timelines based on unit readiness,

posture, and location as reported in DRRS;

Develop risk mitigation plans and strategy to lower risk and

increase probability of operational success; and


Chapter Five

28

Supports JRSOI operations by identifying mitigation Force

Packages and depicting the expected ETA on a

collaborative COP (Capability Tree).

Visualizing Organizational Readiness

The DRRS Capability Tree tool provides commanders and planners the

ability to create the supporting unit organizational hierarchies necessary

for managing mission readiness, analyzing SORTS data, highlighting

capability gaps and showing operational limitations and readiness issues.

The tool then extracts and presents tailored, commanded-selected

readiness data needed by the decision-makers. DRRS validates each

operational Plan with real-world, near real-time potential available

capability solution sets.

Figure 12 – Example DRRS JTF Capability Tree (Notional Data)


Chapter Five

29

Capability Trees present a quick visual picture of a JTF’s task

organization as well as its readiness posture. Units reporting an

AMBER or RED capability assessment can be quickly drilled into

exposing the readiness data and assessment metrics to determine

root causes for the degradation. Completely configurable, these

structures may be used to represent organizational hierarchies and

mission structures or any other configuration required (e.g.

language skills, specific high demand low density military

operational specialties, OPLANs, CONPLANs, and JTF's).


30


Chapter Six

31

Conclusions

DRRS is a powerful tool; however, it is dependent on qualitative

and quantitative unit and organizational data. The accuracy and

timeliness of DRRS rests on the involvement of senior officers and

directors. Commanders and senior staff directorates must provide

oversight and management of DRRS assessments to ensure the

data is current, relevant, and accurately portrays a complete

readiness picture including thorough narratives of requirements

identified or needed.

DRRS provides a common set of tools, which integrates this

authoritative data to create information that assists with tracking

both unit and command readiness capabilities and operational

planning. Therefore, DRRS is an operational tool that requires

critical thinking, analysis and judgment from senior leaders. It

supports traditional military planning processes based on a higher

critical thinking taxonomy.

Our military must remain strong and agile enough to face a diverse range of threats. These

range from non-state actors attempting to acquire and use weapons of mass destruction and

sophisticated missiles, to the more traditional threats of other states both building up their

conventional forces and developing new capabilities that target our traditional strengths.

Building a flexible portfolio of capabilities and systems that can be used across the widest

possible range of conflict will be the key challenge for the entire Department of Defense as we

move into a new era. Secretary of Defense Robert M. Gates, Milwaukee, Wisconsin, Tuesday, August 31,

2010

Figure 13 - DRRS and Leadership Oversight


Chapter Six

32

DRRS has become a key component of DoD readiness

transformation, dramatically improving the assessment, visibility,

and force management of forces and organizations in support of

Global Force management and Homeland Security. It supports a

capabilities-based planning process that accounts for greater

uncertainty in threats and capabilities, and enables forces from all

three components; Active, Reserve, and Guard; to compare risks

across time, between multiple Joint Operational Areas, and

competing missions.

DRRS meets the need of force providers such as the National

Guard to identify units that have, or can quickly develop, the

capabilities requested by a Joint Task Force or Combatant

Commanders.

When used as an operational tool, with senior leader oversight,

DRRS transforms organizations from a reactive readiness posture

to a proactive operational organization, ready to position the right

forces in the right place, at the right time, for the benefit of the

Nation.


Appendix A

33

Glossary

Capability. The ability to execute a specified course of action. (A capability may or may not be

accompanied by an intention.)

Combat Readiness. Synonymous with operational readiness, with respect to missions or functions

performed in combat.

Combat Ready. Synonymous with operationally ready, with respect to missions or functions performed

in combat.

DRRS Enterprise. A collaboration of independent Service, joint, and OSD readiness-focused IT

applications, combined with readiness-specific authoritative data, all related by a common ability to

support readiness reporting and assessment requirements. This aggregation is collectively referred to as

the DRRS Information Technology Enterprise Environment.

DRRS Strategic A top level collection of approved hardware and software components culminating in a

web-based user interface. It provides the only strategic tool able to access readiness data and information

across the DRRS Enterprise.

Military Capability. The ability to achieve a specified wartime objective (win a war or battle, destroy a

target set). It includes four major components: force structure, modernization, readiness, and

sustainability.

a. Force Structure. Numbers, size, and composition of the units that comprise our defense

forces; e.g., divisions, ships, air wings.

b. Modernization. Technical sophistication of forces, units weapon systems, and equipments.

c. Unit Readiness. The ability to provide capabilities required by the Combatant Commanders to

execute their assigned missions. This is derived from the ability of each unit to deliver the outputs for

which it was designed.

d. Sustainability. The ability to maintain the necessary level and duration of operational activity

to achieve military objectives. Sustainability is a function of providing for and maintaining those levels of

ready forces, materiel, and consumables necessary to support military effort. (See also readiness.)

Military Objectives. The derived set of military actions to be taken to implement the President of the

United States or SecDef guidance in support of national objectives. Defines the results to be achieved by

the military and assigns tasks to commanders. (See also national objectives.)

Military Requirement. An established need justifying the timely allocation of resources to achieve a

capability to accomplish approved military objectives, missions, or tasks. Also called operational

requirement. (See also objective force level.)

Military Resources. Military and civilian personnel, facilities, equipment, and supplies under control of a

DoD component.


Appendix A

34

National Military Strategy (NMS). The art and science of distributing and applying military power to

attain national objectives in peace and war.

National Objectives. The aims, derived from national goals and interests, toward which a national policy

or strategy is directed, and efforts and resources of the Nation are applied. (See also military objectives.)

Objective Force Level. The level of military forces that needs to be attained within a finite time frame

and resource level to accomplish approved military objectives, missions, or tasks. (See also military

requirement.)

Operationally Ready

1. As applied to a unit, ship, or weapon system -- capable of performing the missions or functions

for which organized or designed. Incorporates both equipment and personnel readiness.

2. As applied to personnel -- available and qualified to perform assigned missions or functions.

Operational Readiness. The capability of a unit/formation, ship, weapon system, or equipment to

perform the missions or functions for which it is organized or designed. May be used in a general sense or

to express a level or degree of readiness. (See also combat readiness.)

Operational Requirement. See military requirement.

Readiness. The ability of U.S. military forces to fight and meet the demands of the NMS. Readiness is

the synthesis of two distinct, but interrelated levels:

a. Unit Readiness. The ability to provide capabilities required by the Combatant Commanders to

execute their assigned missions. This is derived from the ability of each unit to deliver the outputs for

which it was designed.

b. Joint Readiness. The Combatant Commanders’ ability to integrate and synchronize ready

combat and support forces to execute assigned missions. (See also military capability; NMS).

Readiness Condition. See operational readiness.

Readiness Planning. Operational planning required for peacetime operations. Its objective is the

maintenance of high states of readiness and the deterrence of potential enemies. It includes planning

activities that influence day-to-day operations and the peacetime posture of forces. As such, its focus is on

general capabilities and readiness rather than the specifics of a particular crisis, either actual or potential.

The assignment of geographic responsibilities to GCC, establishment of readiness standards and levels,

development of peacetime deployment patterns, coordination of reconnaissance and surveillance assets

and capabilities, and planning of joint exercises are examples of readiness planning.

Risk (Source: JP 3-33). Probability and severity of loss linked to hazards.

Risk Management (Source: JP 2-0). The process of identifying, assessing, and controlling risks arising

from operational factors and making decisions that balance risk cost with mission benefits.


Appendix B

35

Acronyms

ADCON Administrative Control

ADS Authoritative Data Source

AMETL Agency Mission Essential Task List

AMET Agency Mission Essential Task

AOR Area of Responsibility

ARCCR Annual Report on Combatant Commander Requirements

BI Business Intelligence

C-Rating Combat Readiness Rating

CBRN Chemical, Biological, Radiological, Nuclear

CCMRF Chemical, Biological, Radiological, Nuclear (CBRN) Consequence Management

Response Force

CFC Combined forces Command

CGA Capability Gap Assessment

CJA Comprehensive Joint Assessment

CJCS Chairman of the Joint Chiefs of Staff

CJCSI Chairman of the Joint Chiefs of Staff Instruction

COCOM Combatant Command (Command Authority)

COCOPS Concept of Operations

CONPLAN Concept plan; operation plan in concept format

COP Common Operating Picture

CPA Chairman's Programmatic Assessment

CPM Capability Portfolio Manager

CPR Chairman's Programmatic Recommendation

CRS Chairman’s Readiness System

CRA Chairman’s Risk Assessment

CSA Combat Support Agency

C/S/A Combatant Command/Service/Combat Support Agency

CUS Current Unit Status

DCMA Defense Contract Management Agency

DIA Defense Intelligence Agency

DISA Defense Information Systems Agency

DJS Director Joint Staff

DLA Defense Logistics Agency

DoD Department of Defense

DOTMLPF Doctrine, Organization, Training, Materiel, Leadership And Education,

Personnel, and Facilities

DRRS Defense Readiness Reporting System

DRRS-S Defense Readiness Reporting System-Strategic

DRRS-E Defense Readiness Reporting System-Enterprise

DSCA Defense Support of Civil Authorities

DTRA Defense Threat Reduction Agency

ESORTS Enhanced Status of Resources and Training System

FCB Functional Capabilities Board


Appendix B

36

FCC Functional Combatant Command

FY Fiscal Year

GCC Geographic Combatant Command GDF Guidance for Development of the Force

GEF Guidance for Employment of the Force

GFM Global Force Management

GFMB Global Force Management Board

GSORTS Global Status of Resources and Training System

IT Information Technology

JC2 Joint Command and Control JCA Joint Capability Area

JCCA Joint Combat Capability Assessment

JCCAG Joint Combat Capability Assessment Group

JCB Joint Capabilities Board

JCIDS Joint Capabilities Integration and Development System

J-Directorates Directors of the Joint Staff Directorates

JFP Joint Force Provider

JFRR Joint Force Readiness Review

JMETL Joint Mission Essential Task List

JMET Joint Mission Essential Task

JOA Joint Operations Area

JOpsC Joint Operations Concepts

JROC Joint Requirements Oversight Council

JROCM Joint Requirements Oversight Council Memorandum

JRSOI Joint Reception, Staging, Onward Movement, and Integration

JS Joint Staff

JSCP Joint Strategic Capabilities Plan

JSPS Joint Strategic Planning System

JSR Joint Strategy Review

JTIMS Joint Training Information Management System

JTF Joint Task Force

MET Mission Essential Task

METL Mission Essential Task List

NDAA National Defense Authorization Act

NDS National Defense Strategy

NGA National Geospatial-Intelligence Agency

NMS National Military Strategy

NORAD North American Aerospace Defense Command

NSA National Security Agency

NSC National Security Council

NSS National Security Strategy

OCR Office of Coordinating Responsibility

OPCON Operational Control

OPLAN Operation Plan

OPORD Operation Order

OPR Office of Primary Responsibility

OSD Office of the Secretary of Defense


Appendix B

37

PETSO Personnel, Equipment, Training, Supply, Ordnance

POM Programmed Objective Memorandum

QDR Quadrennial Defense Review

QRRC Quarterly Readiness Report to Congress

RA Readiness Assessment or Reserve Affairs

RDA Readiness Deficiency Assessment

SecDef Secretary of Defense

SORTS Status of Resources and Training System

SROC Senior Readiness Oversight Council

TCP Theater Campaign Plan

UCP Unified Command Plan

USC United States Code

USAFRICOM U.S. African Command

USCENTCOM U.S. Central Command

USEUCOM U.S. European Command

USJFCOM U.S. Joint Forces Command

USNORTHCOM U.S. Northern Command

USPACOM U.S. Pacific Command

USSOCOM U.S. Special Operations Command

USSOUTHCOM U.S. Southern Command

USSTRATCOM U.S. Strategic Command

USTRANSCOM U.S. Transportation Command


38


Appendix C

39

References

Title 10 USC 117 Readiness Reporting System: establishment; reporting to Congressional

Committees

DoDD 7730.65, 3 June 2002, (certified current as of 23 April 2007) Department of Defense

Readiness Reporting System (DRRS)

CJCSI 3401.01D, 12 Jun 2008, Chairman's Readiness System

CJCSG 3401.D, 14 Nov 2010, CJCS Guide to the Chairman’s Readiness System

CJCSI 3500.01E, 31 May 2008, Joint Training Policy and Guidance for the Armed Forces of the

United States

CJCSM 3500.03B, 31 August 2007, Joint Training Manual for the Armed Forces of the United

States

Universal Joint Task List, 20 February 2009

Joint Mission Essential Task List (JMETL) Development Handbook, September 2002

USD P&R Memorandum, 2 November 2004, Department of Defense Readiness Reporting

System (DRRS) Enhanced Status of Resource and Training (ESORTS) Interim Implementation

Guidance, Serial 1

USD P&R Memorandum, 10 August 2005, Department of Defense Readiness Reporting System

(DRRS) Interim Implementation Guidance, Serial 2

USD P&R Memorandum, 17 January 2006, Department of Defense Readiness Reporting System


USD P&R Memorandum, 23 August 2006, Department of Defense Readiness Reporting System


DRRS Software User's Manual

DRRS Software Administrator's Manual


40


Appendix D

41

Commander’s DRRS Checklist

Command readiness is MANAGED vice MONITORED

Data current and approved by Commander/Designated Rep

Commander takes "live" DRRS briefings to review the readiness of his/her unit

Unit readiness COP accurate and relevant for gap analysis, risk mitigation planning, and the

Quarterly Readiness Report to Congress

Staff Directorates are involved in DRRS, identifying ―fixes‖ or mitigation requirements for

readiness issues

Staff Directorates are approving the data entered by action officers

The J3/G3/S3 is updating senior leadership monthly, either in writing (DRRS assessments can be

downloaded and printed) or on ―live‖ DRRS

Primary and alternate Unit Administrators designated and trained

The Chief of Staff synchronizes and reviews staff updates monthly (~1 hour meeting; staff

directorates back brief and justify their assessments)

Commander briefed on ―war-stoppers‖ and status of proposed and taken corrective action(s)

---Short term ―fixes‖ - accomplished by the staff

---Long term ―fixes‖ (IPL, POM, Congressional Testimony, etc) require Command

Group involvement


42


Appendix E

43

Operational DRRS Analysis

• Have you identified the Threat?

• Have you defined Mission Failure?

• Have you analyzed the required Capabilities to mitigate the Risk?

• Have you identified the Capability Gaps within the JOA?

• Have you translated the Gaps to required Capacity?

• Have you analyzed the related Operational Risk associated with the Gaps?

• Have you identified the Mitigation Capability?

• Have you reviewed the unit’s Readiness? MET’s? Can it meet the operational

requirement?

• Are the Mitigation Capabilities operationally sound—Time-Distance analysis

conducted?

• Can the Mitigation Capability arrive in the JOA’s JRSOI site in time to be value added?

• Is the Mitigation Capability(s) adequate to meet the Operational Required Capacity?

• Have you reduced the Operational Risk of possible mission failure through the

Mitigation Capability Tree (Force Package)?

• Can you articulate the mitigation capabilities flow in and out of the JRSOI site– Is the

Right Capability- at the Right location- at the Right time?

• Have you identified both a short term and a potential long term Mitigation Capability

Solution Package?

• Has your Mitigation Force Package increased the probability of operational success

through reduction of mission failure probability?

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